Negotiation is a dialogue between two or more people or parties intended to reach an understanding, resolve points of difference, or to discuss outcomes to satisfy various interests. Negotiation occurs in many aspects in business and is a fundamental part of B2B relations.
Negotiation Strategies
Negotiation can take a wide variety of forms, from the directors and management of two companies trying to negotiate business terms or trained negotiators acting on behalf of a particular organization in a formal setting. Negotiation is a very intricate part of business dealing as both parties have to come to mutual ground of understanding to proceed with plans.
Negotiation styles
Based on the dual-concern model of conflict resolution Kenneth W. Thomas identified 5 styles/responses to negotiation. These five strategies have been frequently described in the literature and are based on two themes which illustrate an individual’s preferred method of handling conflicts:
1. A concern for self (i.e. assertiveness), and 2. A concern for others (i.e. empathy). The two points display an employee socialisation in regard to conflicts and negotiations. Individuals balance their concern for personal needs and interests with the needs and interests of others depending on how epithetical they are. The following five styles can be used based on individuals’ preferences depending on their pro-self or pro-social goals:
Accommodators, Avoiders, Collaborators, Competitors, Compromisers This illustrate’s how business people are motivated by different approaches to conflict and negation because of their character attitude and personality.
Types of negotiators Three basic kinds of negotiators have been identified by researchers involved in The Harvard Negotiation Project. These types of negotiators are: Soft bargainers, hard bargainers, and principled bargainers.
Soft negotiators
See negotiation as aggressive and competitive and so take a softer approach. The offers they make are not in their best interests, they yield to others' demands; avoid confrontation, in order to maintain good relations with fellow negotiators. Their course of dealings is founded on the perception of others as friends and their goal is to reach a consensus. Hard negotiators
Use a number of strategies to influence their opposer, utilizing phrases such as "this is my final offer" and "take it or leave it." They make hasty decisions and are distrustful of others. They’re course of dealings is centred on trying to overcome their opposition and impose their terms onto them which they view as a victory. Principled negotiators
These people seek integrative solutions, and do so by sidestepping commitment to specific positions. They focus on the solution of the problem rather than the intentions, motives, and needs of the people involved. They take an objective approach to business to reach their goals.
From the above we can identify that the mentality of a negotiator is based on the style of negotiation he will utilize to attain his goal. However this mentality is not stagnant but changes throughout the negotiations processes and the career of the individual and position of the organisation.
(Source:http://jacekgrebski.wordpress.com/tag/negotiation-techniques/)
Team negotiations
Due to globalization and growing business trends, negotiation in the form of teams is becoming widely adopted. Teams can collaborate and bring different elements of negotiating strategies to complex situations. This is because it is a known fact that there is more knowledge and wisdom dispersed in a team than in a single mind.
Although the negations is a major part of business dealings there is still a lot of barriers and limitations involved in the current market that can make it hard for companies to reach a positive partnership:
Die-hard bargainers
Lack of trust
Informational vacuums and negotiator's dilemma
Structural impediments
Spoilers
Cultural and gender differences
Communication problems
The power of dialogue
Video:Win-Win Negotiation
Further researchers from The Harvard Negotiation Project has shown that negotiators should aim to explore a number of alternatives to the problems they are facing in order to come to the best overall conclusion/solution .According to (Forsyth, 2010) this is the most tricky to implement when you may be dealing with an individual utilizing soft or hard bargaining tactics.
REFERENCES:
A b Against Gridlock: The Viability of Interest-Based Legislative Negotiation, Gregory Brazeal, Harvard Law & Policy Review (Online), vol. 3, p. 1 (2009). 2.J Saner, Raymond. The Expert Negotiator, The Netherlands: Kluwer Law International, 2000 (Page 40) 3. a b Churchman, David. 1993. Negotiation Tactics. Maryland: University Press of America. Pg 13. 4. Trotschel; Hufmeier; Loschelder; Schwartz; Collwitzer (2011). "Perspective taking as a means to overcome motivational barriers in negotiations: When putting oneself in the opponents shoes helps to walk towards agreements". Journal of personality and social psychology 101: 771–790. doi:10.1037/a0023801. 5. "Conflict and conflict management: Reflections and update - Thomas - 2006 - Journal of Organizational Behavior - Wiley Online Library". Onlinelibrary.wiley.com. 2006-11-21. Retrieved 2014-08-24.
Negotiation is a dialogue between two or more people or parties intended to reach an understanding, resolve points of difference, or to discuss outcomes to satisfy various interests. Negotiation occurs in many aspects in business and is a fundamental part of B2B relations.
Negotiation Strategies
Negotiation can take a wide variety of forms, from the directors and management of two companies trying to negotiate business terms or trained negotiators acting on behalf of a particular organization in a formal setting. Negotiation is a very intricate part of business dealing as both parties have to come to mutual ground of understanding to proceed with plans.
Negotiation styles
Based on the dual-concern model of conflict resolution Kenneth W. Thomas identified 5 styles/responses to negotiation. These five strategies have been frequently described in the literature and are based on two themes which illustrate an individual’s preferred method of handling conflicts:
1. A concern for self (i.e. assertiveness), and
2. A concern for others (i.e. empathy).
The two points display an employee socialisation in regard to conflicts and negotiations. Individuals balance their concern for personal needs and interests with the needs and interests of others depending on how epithetical they are.
The following five styles can be used based on individuals’ preferences depending on their pro-self or pro-social goals:
Accommodators, Avoiders, Collaborators, Competitors, Compromisers
This illustrate’s how business people are motivated by different approaches to conflict and negation because of their character attitude and personality.
Types of negotiators
Three basic kinds of negotiators have been identified by researchers involved in The Harvard Negotiation Project. These types of negotiators are: Soft bargainers, hard bargainers, and principled bargainers.
Soft negotiators
See negotiation as aggressive and competitive and so take a softer approach. The offers they make are not in their best interests, they yield to others' demands; avoid confrontation, in order to maintain good relations with fellow negotiators. Their course of dealings is founded on the perception of others as friends and their goal is to reach a consensus.
Hard negotiators
Use a number of strategies to influence their opposer, utilizing phrases such as "this is my final offer" and "take it or leave it." They make hasty decisions and are distrustful of others. They’re course of dealings is centred on trying to overcome their opposition and impose their terms onto them which they view as a victory.
Principled negotiators
These people seek integrative solutions, and do so by sidestepping commitment to specific positions. They focus on the solution of the problem rather than the intentions, motives, and needs of the people involved. They take an objective approach to business to reach their goals.
From the above we can identify that the mentality of a negotiator is based on the style of negotiation he will utilize to attain his goal. However this mentality is not stagnant but changes throughout the negotiations processes and the career of the individual and position of the organisation.
(Source:http://jacekgrebski.wordpress.com/tag/negotiation-techniques/)
Team negotiations
Due to globalization and growing business trends, negotiation in the form of teams is becoming widely adopted. Teams can collaborate and bring different elements of negotiating strategies to complex situations. This is because it is a known fact that there is more knowledge and wisdom dispersed in a team than in a single mind.
(Source:http://jacekgrebski.wordpress.com/tag/negotiation-techniques/)
Negotiation Barriers
Although the negations is a major part of business dealings there is still a lot of barriers and limitations involved in the current market that can make it hard for companies to reach a positive partnership:
Video:Win-Win Negotiation
Further researchers from The Harvard Negotiation Project has shown that negotiators should aim to explore a number of alternatives to the problems they are facing in order to come to the best overall conclusion/solution .According to (Forsyth, 2010) this is the most tricky to implement when you may be dealing with an individual utilizing soft or hard bargaining tactics.
REFERENCES:
A b Against Gridlock: The Viability of Interest-Based Legislative Negotiation, Gregory Brazeal, Harvard Law & Policy Review (Online), vol. 3, p. 1 (2009).
2.J Saner, Raymond. The Expert Negotiator, The Netherlands: Kluwer Law International, 2000 (Page 40)
3. a b Churchman, David. 1993. Negotiation Tactics. Maryland: University Press of America. Pg 13.
4. Trotschel; Hufmeier; Loschelder; Schwartz; Collwitzer (2011). "Perspective taking as a means to overcome motivational barriers in negotiations: When putting oneself in the opponents shoes helps to walk towards agreements". Journal of personality and social psychology 101: 771–790. doi:10.1037/a0023801.
5. "Conflict and conflict management: Reflections and update - Thomas - 2006 - Journal of Organizational Behavior - Wiley Online Library". Onlinelibrary.wiley.com. 2006-11-21. Retrieved 2014-08-24.